Te enfrentas a limitaciones presupuestarias. ¿Cómo puede trabajar con los proveedores para negociar cambios de precios de manera efectiva?

I totally agree with understanding the costs. It takes sitting down and discussing current and future expected costs and returns- cash in flows and outflows from a mutual perspective to draw a reasonable agreement

When purchases are consolidated, this would make negotiation better by asking for volume discount. In addition, proposing immediate payment to your vendor at a discounted rate is another means of negotiating price changes .

This is quite apt. In addition, such negotiations need to capture the interests of the vendor including business continuity and ability to tap into opportunities for growth. The pricing changes, if agreed to, can create competitive advantage through cascading the price to customer or applying the excess towards more marketing initiatives.

Before understanding costs, an assessment is required to identify whether vendor products or services will be needed. The cost-benefit analysis will be helpful in this situation. The costs include estimated direct monetary and indirect opportunity costs. Benefits include financial revenues and non-financial advantages such as increasing brand awareness, strengthening reputation, and attracting customers to business with good prices or deals. I would also determine if I want to produce goods or generate services internally. Non-monetary reasons for providing goods/services internally are higher economies of scale and more control over the entire process. After I decide to continue using vendors, I proceed to the next steps.

Short-Term Savings: Negotiate for immediate cost reductions. Long-Term Impact: Ensure savings align with future growth and quality. Strategic Fit: Match negotiations with business goals. Vendor Relations: Build strong, supportive relationships for ongoing success.

Being transparent is crucial for any relationship including this type. Explaining the commercial reasons that benefit both parties is very important in the negotiation for price reduction.

Making the vendor realise the volume of transaction you bring on board is very vital. Most oftentimes, some vendors accounts for 80% of our monthly procurement. Knowing this and running an impact analysis alongside the vendor will help smoothen the communication and negotiation.

I agree that striving to achieve advantages for both parties and focus on a mutual goal (such as successful long-term collaboration) has a higher chance of prospering. I will need to showcase how our relationship, even at discounted prices, can benefit the vendors.

I agree with this. Some practical ways to build trust and foster good relationship is to 1. Share detailed market insights and 2. Extend invitation for a physical visit so that the vendor can make direct market observations.

I am a believer in nurturing relationships with vendors. A practical way of building trust is to not waste their time if they are too far off the budget and review their quote to see if they have understood our requirements correctly.

In addition to negotiating a lower prices, credit terms together with aftersales services are important as well. Through the show of commitment and lock in strategy, you can negotiate a better and profitable contract with your major vendors.

This definitely helps. Even in some outlying situations where the business is practically struggling to survive due to stiff budget constraints, it pays to commit to follow up actions to help the vendor see the light at the end of the tunnel. Proposing timelines for turnaround is equally important and will show that the business has a good understanding of the dynamics at play

If we are ready to have a longterm commitment with our vendor we can take so many advantages, by giving bulk orders we can negotiate the price, delivering the product in a timely manner, more than that a trusted vendor, assured quality. In today's time if we have a trusted and after sales support vendor that is one of the best advantages.

les contraintes budgétaire, le facteur principal qui pousse toujours les gérants à atteindre l'efficacité dans la satisfaction des besoins indispensables, en effet une analyse du secteur d'activité et de la nature de la concurrence permettent de choisir la manière de négocier d'une part et d'une autre part la connaissance du volume des transactions et de l'importance du budget alloué favorise une argumentation efficace pour rassurer les fournisseurs des garanties, de la sécurité, et de la continuité des revenus potentiels qui peuvent être réalisés, minimiser les risques et maximiser les opportunités peuvent toujours motiver facilement les fournisseurs à négocier les prix vers le bas et trouver la souplesse recherchée

Traditional thinking and stereotype sometimes condition us into doing something in a specific way. However, creative thinking and exploring alternatives unravel several options for effective cost savings in procurement. A change in product sourcing, or reduction is FX exposure will go a long way in saving cost.

Other ways to reduce overall costs include: 1. Creating some components/parts of service in-house. 2. If feasible, prioritize materials that qualify for government rebates/credits/tax benefits. 3. Negotiate discounts when paying a lump sum within the first days of or before receiving the products/services.

At the same time, whatever has been negotiated at the the end of the day should be added to existing contract(s) as amendment or addendum.

This is a great strategy, I successfully used it for car insurance companies and moving companies. Once I successfully negotiated a $500 (~17%) decrease in price for professional movers because they wanted to beat my other quote. I was not threatening with competition, I brought up "cheaper prices from other companies" when the movers asked me about constraints that held me against booking a move with them.

Market research to get the best quotes from the relevant vendors would give an competitive edge while negotiating with the vendors while facing the budget constraints.